human resource planning and job analysis-new

7/28/2019 Human Resource Planning and Job Analysis-New

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HUMAN RESOURCE PLANNING(HRP) and job analysis


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WHAT IS HUMAN RESOURCES?

According to Leon Megginson, the term

human resources can be defined as ,

the total knowledge, skills, creative abilities,

talents and aptitudes of an organization'sworkforce, as well as the values, attitudes

and beliefs of the individuals involved.


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WHAT IS HRM?

According to P Subba Rao,

HRM is managing the functions of employing,developing and compensating human

resources resulting in creating and developinghuman relations

and

utilization of human resources with a view tocontribute proportionately to theorganizational, individual and social goals.


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ANALYZING THE HRM CONTEXT

(ENVIRONMENT of HRM )


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WHAT IS ENVIRONMENT ?

Environment are all those forces which have

their bearing on the functioning of a system (in

this case the HR department )

Why do we analyse the environment?


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ENVIRONMENT of HRM

External

Political-legal

Economic PEST model

Social/cultural

Technological


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Political-legal

eg Labour laws (article 15-prohibits

discrimination on race, religion, sex, 24-prohibits employment of children in factories,

hazardous jobs)

Economic

Economic growth, industrial production,

agriculture,population, national per capita

income, money, suppliers, customers etc


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Social/culturalPeople influenced by heredity, cultural

experiences eg.

Culture of Tata's is different from Birla's , in Japan-

value long term associations

Technological

When technology changes- employees need to be

trained, way hiring is done changes,

telecommuting


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Internal

Strategy - the direction in which the

organisation moves, objectives

Task skills, required , task significance have an

impact on motivation and satisfaction

Leadership- experience and style of leadership

will influence HRM programmes

Organisation culture and conflicts

contd..


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Organisation culture and conflicts

get the best people and set them free - late JRD

TataThis belief shaped the culture of the Tatas

IBM is known for service

GE- product innovation is the hallmarkL & T known for professional approach

Conflicts

Personal v/s organisational goals

Rights v/s duties

Personal ethics v/s organisational ethics


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SCOPE OF HRM

HRM

CONTROL

Human Resource Audit

Human ResourceAccounting

Human ResourceInformation System

ACQUISITION

Human ResourcePlanning

RecruitmentSelection

Placement

DEVELOPMENT

Training

Career Development

OrganizationDevelopment

Internal Mobility

MAINTENANCE

Remuneration

Motivation

Safety

Social Security

Industrial Relations

Appraisal


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OBJECTIVES OF HRM To create and utilize an able and motivated

workforce

To establish desirable working relationships

To create facilities and opportunities for individualor group development

To maintain high employee morale

To identify and satisfy individual and group needs

To provide fair, acceptable and efficient leadership

To create a favorable atmosphere


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FUNCTIONS OF HRM

Functions of HRM can be broadly classified

into two categories:

Managerial Functions

Operative Functions


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STRATEGIC MANAGEMENT AND HRM: Need to align organizational goals with that of

the HR strategy

To ensure effective use of people and providebetter returns to the organizations in terms of

ROI

HR department viewed as vital in ensuring

organizational success


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WHAT DOES THIS MEAN ?

At Birla Sunlife- the manpower is built into theorganisations business plan

Based on the objectives, competitive scenario,strategies, major initiatives and action plan- each

functional head draws up the resource plans at all

levels for the year

such requirements are supported and justified

The plan is finally broken into month wise

requirement


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HUMAN RESOURCES

PLANNING (HRP)

THE RIGHT PEOPLE AT THE

RIGHT PLACE AT THE

RIGHT TIME

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What is Human Resource Planning?

an integrated approach to performing the planning

aspects of the personnel function in order to have

a sufficient supply of adequately developedand motivated people to perform the duties and

tasks required to meet organizational objectives

and satisfy the individual needs and goals of

organizational members. Leon C. Megginson


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HUMAN RESOURCE PLANNING (HRP)

Process of analyzing and identifying the need forand availability of human resources so that the

organization can meet its objectives

Also known as Manpower Planning


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Human Resource Planning is a process

by which an organization ensures that

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NEED FOR HRP (why do we plan anything? Shortage of certain categories of employees and/or

variety of skills

Rapid changes in technology, marketing,management, etc., and the consequent need for

new skills

Change in organization design and structureaffecting manpower demand

Labour laws affecting the demand for and supply oflabor


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PURPOSE OF HRP

Reduces personnel costs

Provides a better basis for planning employee

development

Improves the overall strategic plan

Provides tools for evaluation

Creates more opportunities


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HR PLANNING CONSIDERATIONS

Organizational growth

New products, services, areas, industries

New skills required

Organizational stage

Organizational structure change

Budget


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FACTORS THAT DETERMINE HR PLANS

Type of organisationmanufacturing, service etc..-production processes,

number and type of staff required

Strategy of the organizationwhether organisation wants to grow, acquisitions,

mergers-may mean more employees or lay offs etc

Growth and Expansion of Businesswhether in embryonic stage, growth, maturity- will

affect HRP


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Environmental uncertainties

PEST changesdealt by carefully formulating HR

strategies

Labour market

people with skills and abilities that can be tapped as

per need- emergence of professional, technical,educational institutes(CII estimates that by 2015, 30

million skilled workers in sectors like

health care, banking & financial services,

construction will be needed in India

Time-Horizons

Whether short term or long term plans


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OBJECTIVES OF HRP To recruit and retain the human resource of

required quantity and quality

To foresee the employee turnover and make the

arrangements for minimizing turnover

To meet the needs of the programmes of

expansion, diversification, etc.

To assess the surplus or shortage of human

resources and take measures


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To minimize imbalances caused due to non-

availability of human resources of right kind, right

number in right time and right place

To estimate the cost of human resources

To make the best use of its human resources


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IMPORTANCE OF HRP

"if you don't know where you are going, any road willget you there."Lewis Carrol

Human Resource Plann ing helps you know !


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HR PLANNING PROCESS

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Situation analysis or environmental

scanning

Forecasting demand for human

resources

Analysis of the supply of human

resources

Development of plans for action

HRP PROCESS- 4 STAGES


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ENVIRONMENTAL SCANNING

External Forces Economic Factors

Technological changes

Demographic changes Political issues

Social concerns

Government Regulation

Employment opportunities vis--vis

unemployment levels

Competitors strategy31


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Internal factors Product mix and capacity utilization

Acquisition and mergers

Expansion operations and technological upgradation

Wages revision and bonus payment

Working environment and conditions

Changes in ownership and Boards of Directors Morale and motivation of new managers

Reorganization and induction of new managers

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FORECASTING THE DEMAND FOR HR

Demand forecasting is the process ofestimatingthe quantity and quality of people required to

meet future needs of the organization

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HR DEMAND FORECASTING

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FORECASTING TECHNIQUES

Managerial Judgment

Ratio trend analysis

Mathematical

Work Study Techniques

Others


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Managerial Judgment

Estimatesasking managers opinions, top-down or bottom-up

Rule of thumbusing general guidelines

Delphi techniqueasking a group of experts,distinguishing feature is the absence ofinteraction among experts

Nominal groupsreaching a group consensusin open discussion


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Ratio- Trend Analysis:

Quickest forecasting technique

Study of past ratios and forecasting future

ratios, making some allowances for

changes

(eg. The ratio between the number of workers andsales in an organisation )

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Mathematical

Statistical regression analysis

Productivity ratiosunits produced per

employee

Staffing ratiosestimates of indirectlabor needs

W k St d T h i


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Work Study Techniques

Used when its possible to apply work measurementto calculate the length of operations and the amountof labour required

Eg: in a manufacturing company- a productionbudget is prepared in terms of volumes ofsaleable products for the company as a wholeor department

So how many people do we require to achievethat output?


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EXAMPLE1. Planned output for next year 20,000

units2. Standard hours per unit 5

3. Planned hours for the year 100,000

4. Productive hours per man/year 2,000(allowing normal overtime, absenteeism,

idle time)

5. Number of direct workers required(3 divided by 4) 50


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HR SUPPLY FORECASTING

Supply analysis covers

Existing human resources

Internal sources of supply

External sources of supply

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Existing human resources (through HR Audit)Skills Inventory: personal data, skills, salary

& job, company data, capacity of individualetc.

Management Inventory: work history,strength & weakness, career goals, personaldata, previous duties etc.

Internal Sources: Techniques generally usedare: Inflow and outflowProductivity level(increase in productivity will

reduce the requirement and vice versa)Movement among jobsTurnover rate(no. of separations during the year X 100

avg. no. of employees during the year


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External Supply:

University, college, Recruiting agency, open

job market, Experienced employee market.

individuals after early retirement. Ex-ArmyEtc.

GAP ANALYSIS :


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GAP ANALYSIS :

After the forecasting of HR demand and supply,

the two must be balanced

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Gap

Human

Resourcesshortage

Human

Resourcessurplus

SOLUTION ANALYSIS


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SOLUTION ANALYSIS:

Solution analysis is the development of

strategies for closing the gaps through

applying different strategies like:

Recruitment & selectionPlacement, Training and development

Retention activities,

Downsizing plan etc..

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STRATEGIC HR INITIATIVES

Strategic HR

initiatives

Strategies for

managingshortages

Strategies for

managingsurpluses

Recruit new employees

Rehire retirees part timeWork current staff overtime

Subcontract work to another

company

Hire temporary staff

Redesign job process so that

fewer employees are needed

Freeze hiring

Reduce work hoursAcross the board pay cuts

Layoffs

Employee training

Switch to variable plan ay

Expand operations

Reduce outsourced work


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HR PLAN IMPLEMENTATION

Managerial Succession Planning

Deciding how to fill the most important executiveposts in the organization

Ensuring a suitable supply of successors forcurrent and future senior or key jobs

Includes

Development of replacement charts

Portray middle-to-upper level management

positions that may become vacant in the nearfuture

List information about individuals who mightqualify to fill the positions

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BENEFITS OF HRP Offsets uncertainties

Helps to anticipate the cost of salaryenhancement, better benefits, etc.

Lower HR costs through better HR management

Foresee the need for redundancy and plans tocheck it

More timely recruitment

Create reservoir of talent

Prepares people for future Expand or Contract

Cut Costs

Succession Planning


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SUCCESSFUL HRP THE ROLE OF HR HR plan to be integrated with the

organisations strategic plan

Top management to be supportive

Not to start with an overly complex system Balance between qualitative and quantitative

approaches

HR personnel to understand the role of HRP

processes Healthy communications between HR

personnel and line managers


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HOW IS THIS DONE?

-At Infosys- the jobs are well defined, jobs are

analysed and job bands are developed on roles

-Caters to wide variety of jobs that exist

Some of the jobs are

Band F (BU level-senior)

Band E ( Delivery Manager )

Band D (Project Manger)

Band C ( Programme Analyst)Band B (software Engineer)

Band A2 (Administrative roles)

Band A1 (support )


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JOB ANALYSIS


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WHAT IS A JOB?

A job is a bundle of related tasks


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WHAT IS JOB ANALYSIS?

It is the process of collecting job related

information

Helps in the preparation ofJob Description

and Job Specifications


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DEFINITION.The US Department of labor defined job analysis

as the process of determining, by observation

and study, and reporting pertinent information

relating to the nature of a specific job.

It is the determination of the tasks which

comprise the job of the skills, knowledge, abilities

and responsibilities required of the worker of a

successful performance and which differentiate

one job from all others.


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JOB ANALYSIS

It is not a one time activity as jobs are changingconstantly

The job and not the person an important

consideration in job analysis

It simply highlights what are the minimum activitiesthat are entailed in a job


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WHAT IS JOB DESCRIPTION (JD)

It indicates what all a job involves- tasksand responsibilities of a job, job title, duties,

machines, tools equipment, working

conditions, hazards etc


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WHAT IS JOB SPECIFICATIONS ?

It is the capabilities that the job-holder

possess- education, experience, training,

skills etc

The characteristics that an individual would

need to possess in order to fulfill therequirements of a job


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BENEFITS OF JOB ANALYSIS

Lays the foundation for

HRP

Employee hiring Training and development

Performance appraisal

Salary fixation Safety


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WHAT IS THE PROCESS OF JOB ANALYSIS?(STEPS)

1 Organi ational Anal sis


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1. Organizational Analysis

Overview of various jobs in the organization andthe linkages between them and the contribution

various jobs towards achieving organizationalefficiency and effectiveness

2. Selection of jobs for analysis

3. Collection of Data

4. Preparation of Job description tasks, dutiesresponsibilities

5. Preparation of Job Specification personal

attributes required in terms of education, traininaptitude and experience to fulfill the jobdescription

Human Resource Planning


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Tasks Responsibilities Duties

Job

Analysis

Job

Descriptions

Job

Specifications

Knowledge Skills Abilities

Human Resource Planning

Recruitment

Selection

Training and

Development

Performance Appraisal

Compensation and

Benefits

Safety and Health

Employee and Labor

Relations

Legal Considerations

Job Analysis for Teams


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JOB ANALYSIS BASIC QUESTIONS

Skills range

Job purpose Relationships

Outcomes

SKILLS RANGE


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SKILLS RANGE

Does the job cover a reasonable but not tooextensive range of different tasks?

Are there opportunities to use knowledge andskills associated with effective performance ofthe job?

Can the individual make full use of their skillsand develop their skill base?


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Is the purpose of the job clear and unambigous?

Is its contribution to the organisations objectivesevident? its contribution to its dept obvious?

Is the post holder responsible for the successfulcompletion of the whole job?

Do the internal systems help the post holder dothe job?

JOB PURPOSE

RELATIONSHIPS


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RELATIONSHIPS

Are the formal relationships clearly specifiedand related to the achievement of theobjectives?

Is there opportunity to develop workingrelationships within and across thedepartments boundaries?

Are colleagues available with whom the postholder can discuss professional issues ?


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JOB OUTCOMES

Can the post holder see the result of theirefforts?

Can the results of the post holders efforts be

recognised? Does the post holder have the opportunity to

influence their own levels of performance?

RewardsAre the rewards appropriate and obtainable?

Are the rewards linked directly with theperformance of the post holder?


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Difficult to have a perfect and fully inclusive JD as

one moves up in the hierarchy of the organization,

a detailed JD becomes very difficult

Most orgs would prefer not to describe the job fully,

because employees would stick to it and not doanything beyond

Rapid technological changes


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METHODS OF COLLECTING INFORMATION


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Observation

Interviews

Questionnaire Diary One or more incumbents note duties

and frequency of tasks performed

Critical Incidents Incumbents brainstorm ofcritical incidents that happen routinely and

infrequently

Video recording

Review of records


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HOW TO DO JOB ANALYSIS


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DATA COLLECTED

List of tasks

List of decisions made

Amount of supervision received

Supervision exercised Diversity of functions performed

Interaction with other staff

Physical conditions Software used

WRITING A JD PRIMARY FUNCTION


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WRITING A JD : PRIMARY FUNCTION

What is the position's objective?

What is the Role of the position ?

(including key relationships)

Essential job functions

(State the major responsibilities, indicate and

the estimated percent of time devoted to each -include descriptive statements)

State briefly the relationship of the position with


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State briefly the relationship of the position with

other positions in your work area

Duty statements

should focus on primary, current, normal, daily

duties and responsibilities of the position

Related or similar duties should be combined

and written as one statement

Duties are to be listed in order of importance, not

necessarily frequency


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Commence each statement with a verb eg

'processes', 'maintains', 'records' etc,

Avoid using the term 'responsible for' rather

describe the action e.g. 'obtains', 'coordinates' etc.

Use action verbs which tell what the position does.

Examples include "supervises", "programs",

"directs" and "analyzes".


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Avoid ambiguous terms such as "oversees" or"manages", instead, describe the activities involved

in overseeing or managing

Quantify activities when possible.

( Examples may include: How often is the activity

performed? How much money does this position

manage? What is the volume of work handled? )

COMPILING A PERSON SPECIFICATION


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COMPILING A PERSON SPECIFICATION

Attainment: What educational requirementsand specialist knowledge are required?

Experience: What roles and tasks should have

been occupied?

Abilities: What skills need to be deployed for

the competent performance of the tasks?

Aptitude: What particular talents do they need

to possess? Interests: What interest relevant to the work

will suggest possession of sought after skills

/aptitudes?


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CONDUCTING JOB ANALYSIS

The people who participate in job

analysis should include, at a minimum:

The employee

The employees immediate supervisor

Other key stakeholders in the organization


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COMPETENCY MODELING(COMPETENCY BASED JOB ANALYSIS )

It is the new approach to Job Analysis

Places more emphasis on specifying the

individual characteristics that are associatedwith effective performance

Primary objective is to describe the skills,knowledge, abilities, values, interests and

personal characteristics


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Competencies are demonstrable characteristics

of the person that make performance possible

They are always observable and measurable

behaviours

In order to perform this job competently, what

should the employee be able to do?


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Competency based job analysis means describingthe job in measurable, observable, behavioral

competencies( knowledge, skills and behaviour)that an employee must exhibit to do the job well

Competency based analysis is more worker

focused

Traditional job analysis is more job focused (whatare the jobs duties)

Simply said it is identifying the basic skillsrequired to do a job


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COMPETENCY BASED JOB ANALYSS


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EXAMPLES OF COMPETENCIES

General competencies

( reading, writing, mathematical reasoning)

Leadership competencies

(leadership, strategic thinking, motivationg/teachingothers)

Technical competencies

(eg. Software Programming , or writing advertisingcopy-copy writing)


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Job Design is a conscious effort to organisetasks, duties and responsibilities into a unit of

work to achieve certain objectives

Job Design follows Job Analysis

Job Analysis focus is on- job, duties, andspecification whereas Job Design focuses

on the interest of the individual

Involves 3 steps


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Involves 3 steps

1. The specification ofindividual tasks2. The specifications ofthe methods of

performing each task

3. The combination of tasks into specific jobs

to be assigned to individuals

Step 1 and 3 determine the content of the job

Step 2 -indicates precisely how the job

shall be performed

Job Design


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Job Design Simplifies the tasks to be performed

The way tasks are grouped can affect productivity

and costs (eg assembly line- automobiles)

Poorly designed jobs-lead to lower productivity,

employee turnover, absenteeism, complaints,

unionisation, resignations and other problems


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JOB DESIGN APPROACHES

O O C S


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POPULAR APPROACHES

Job rotation

Job engineering

Job enlargement

Job enrichment


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JOB ROTATION


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Job rotation means systematically moving

workers from one job to another

Moved to ajob at the same level that has similar

skill requirement

Adds variety and reduces boredom Employees gain more skills- gives management

more flexibility in scheduling work, adapting to

changes and filling vacancies

Flip side: training costs increase, rotated employees

take time to adjust, may de-motivate ambitious

trainees


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EXAMPLE


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EXAMPLE

In HDFC Bank all employees are involved in the JobRotation Schedule

The staff gets rotated in every 6 months and theofficers get rotated in every 3 years

The flexibility and consideration is given to thoseemployees who have physical difficulty

Helps new comers to show their work as per theirknowledge and to avoid frauds


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Copywriters write the words that help sell the features

and benefits of your products to customer, but theyrarely come into contact with the customers they'retrying to attract.

Sales representatives, on the other hand, work

directly with clients and have an understanding oftheir buying behavior.

By rotating your copywriter into a sales position, youcan give the copywriter a chance to hear first-hand

the language customers use when talking about yourproducts or services, objections they have and theircore needs and wants

JOB ENGINEERING


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JOB ENGINEERING

Job engineering focuses on:-


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the tasks to be performed methods to be used

workflows among employees

layout of the workplace

performance standards

interdependencies among people andmachines

May lead to monotony

JOB ENLARGEMENT


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JOB ENLARGEMENT


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Job enlargement means assigning workers

additional same-level activities

Motivates employees, psychological value, reducesmonotony

It enlarges job content to utilise more of the abilitiesof employees

Additional responsibilities are horizontal in nature

However training costs tend to rise


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Instead of building just one component partof a air conditioner, a team of employees

builds the entire product from start to finish.

JOB ENRICHMENT


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JOB ENRICHMENT

J b i h t d i i j b i th t


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Job enrichment means redesigning jobs in a way that

increases opportunities to experience feelings of

responsibility, achievement, growth andrecognition

Means adding more motivators to a job to make it more

rewarding

Job becomes enriched when it gives a job holder more

decision making, planning and controlling powers

Additional responsibilities added are vertical in

nature


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EXAMPLES


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EXAMPLES

In a newsletter publishing company, for

instance, one can enrich your assistant editors'

jobs by giving an opportunity to move from

editing 500-word articles to editing 1,200-word

features Letting employees approve checks for vendors

for amounts higher than they have in the past

Rather than handling all of the details for yournext marketing brainstorming meeting, allow

your marketing assistant to take the lead

JOB EVALUATION


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JOB EVALUATION

What a job is?

How to analyse a job?

How to bring human touch to the job that

motivates employee to perform better?

When employee performs the job how can it beevaluated?

Job Evaluation measures the input required of

the employee(skill, responsibility, efforts etc.)

for minimum job performance and to translate

into specific monetary terms

PROCESS OF JOB EVALUATION


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PROCESS OF JOB EVALUATION

Job Analysis

Job Description

Job Specifications

Select benchmark job

Job Evaluation

Job Grading

Pay

determination

EXERCISES


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EXERCISES

How do you enrich each of these jobs?

Management Trainee

Security guard

Computer Lab assistant

Professor

Receptionist

INDIVIDUAL ASSIGNMENT


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INDIVIDUAL ASSIGNMENT

From the career section of the national dailies,pick up advertisements (for careers of your

choice) of firms from 3 different sectors

Compare the various job descriptions for

similar positions in each of these sectors

GROUP EXERCISE


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Identify a particular job in an organisation

Now research the job incumbents roles andresponsibilities (interview a person too)

Submit an assignment covering

1. What methods could be adopted to bestunderstand this job?

2. Write a JD

3. Discuss and research the web/literature to draw

up a set of atleast 8 competencies required to do

the job

human resource planning and job analysis-new

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